THE PROCUREMENT VALUE IN TELECOM UNLOCKING FURTHER POTENTIAL AND ENSURING ACTUAL FINANCIAL IMPACT

Size: px
Start display at page:

Download "THE PROCUREMENT VALUE IN TELECOM UNLOCKING FURTHER POTENTIAL AND ENSURING ACTUAL FINANCIAL IMPACT"

Transcription

1 THE PROCUREMENT VALUE IN TELECOM UNLOCKING FURTHER POTENTIAL AND ENSURING ACTUAL FINANCIAL IMPACT

2 TABLE OF CONTENTS EXECUTIVE SUMMARY 3 1. PROCUREMENT: A STRATEGIC LEVER TO MAINTAIN PROFITABILITY FOR TELECOM OPERATORS 4 2. THREE KEY LEVERS TO UNLOCK THE VALUE 5 A. Buy cheaper: leverage advanced procurement levers 5 B. Spend smarter: apply products & services reengineering 7 C. Optimize value: increase profitability in buy-for-resale 9 3. HOW TO MAKE IT HAPPEN: ACCURATE MEASUREMENT OF FINANCIAL IMPACT IS CRITICAL 10 CONCLUSION 11

3 EXECUTIVE SUMMARY Telecom operators are facing strong financial pressures due to shrinking commercial margins and rising operating costs and investment demands. As in other industries, telecom operators have put in place procurement departments to obtain significant savings through negotiation and panel rationalization. External spend opex and capex is a major component of the cost base, accounting for up to 40% of revenues, and can often be leveraged during difficult times. However, in the face of more diversified and complex purchasing portfolios, more concentrated supplier markets and faster technological shifts, traditional sourcing optimization initiatives seem to be reaching their limit. Today, very few operators have successfully boosted purchasing performance through more sophisticated approaches on a large scale. Reaching the full potential of sourcing optimization requires going beyond traditional negotiations, obvious panel consolidations, and basic supplier management. Successful companies develop cross-functional collaboration between buyers and various business stakeholders, and their procurement departments are involved in the early stages of specifications design to enable total cost perspective and determine best suppliers relationship models. Most importantly, savings generated need to be integrated in the budgeting process to ensure credible impact. When successfully executed, this proposition can yield up to 400+ basis points in cash flow for telecom operators. Optimized procurement also generates significant side benefits such as improved risk management and identification of faster growth opportunities through enhanced supplier relationships. 3

4 1. PROCUREMENT: A STRATEGIC LEVER TO MAINTAIN PROFITABILITY FOR TELECOM OPERATORS Telecommunication operators are facing significant financial pressures. On one hand, they have never experienced such a decline in revenues, a trend that is here to stay. On the other hand, there is a clear need to continue investing in network development and new services within a highly regulated environment. In this context, external spend optimization is a strategic lever to ensure profitability. As external spend can account for around 40% of revenues, saving just 5 10% means 200 to 400 additional basis points of cash flow. In more mature markets where revenue began to stagnate a couple of years ago, most operators have already engaged in procurement cost optimization initiatives. In fast-growing markets, operators are strengthening procurement capabilities to support rapid expansion and prepare for when business conditions worsen. Whatever the context, basic procurement strategies and levers are no longer effective. Indeed, the procurement environment has become more and more complex in the past years: Purchasing portfolio of operators has become increasingly diverse. It has evolved from relatively simple network elements (e.g. switches, routers) to a much wider array of products and services (e.g. software, maintenance, full solutions, TV content, set-top boxes, IT equipment for resale). Technologies are more complex, and technological shifts are very rapid, requiring operators to be flexible and react quickly. Suppliers markets dynamics are changing, and telecom operators are now dealing with industries with low profit levels. Traditional vendors like AlcatelLucent and Ericsson have seen significant drops in their margins, due to fierce competition from new players like Huawei or ZTE. In the handset arena, Apple and Samsung have captured a major part of value, leaving only a very small share of the profit to others. In this context, telecom operators need to shift gears in terms of procurement optimization through advanced practices, products and services redesign, and margin engineering on resale. It is also critical to obtain savings integration in budgets by the finance department. This requires overcoming existing silos between procurement and other parts of the company. 4

5 2. THREE KEY LEVERS TO UNLOCK THE VALUE For a telecom operator, the purchasing portfolio typically covers seven major spend areas. According to their respective maturity levels, operators can apply three main macro-levers: Network Hardware A. BUY CHEAPER: LEVERAGE ADVANCED PROCUREMENT LEVERS1 B. SPEND SMARTER: APPLY PRODUCTS & SERVICES REENGINEERING2 C. OPTIMIZE VALUE: INCREASE PROFITABILITY IN BUY- FOR-RESALE3 IT Services, software Hardware Devices Services, software ICT services TV content Marketing services Corporate services Levers generally applied to be further leveraged where relevant Levers partially applied to be investigated in priority 1 Unit price reduction, supplier panel consolidation, advanced supplier relationship management, 2 Specifications right sizing, redesign to cost and TCO/process optimization, consumption policy review, 3 Offer profitability improvement, customer investments optimization, A. BUY CHEAPER: LEVERAGE ADVANCED PROCUREMENT LEVERS Over the past 10 years, most operators have taken measures to upgrade their procurement capabilities. However, in an increasingly complex environment, mature companies are taking traditional procurement practices one step further to optimize their TCO (Total Cost of Ownership) and capture more margin from supplier markets, as illustrated through the following examples. MOBILE ACCESS NETWORK DEALS Some emerging vendors have offered very aggressive entry deals to gain market share, applying a razor-blade strategy. In many cases, some great deals actually turn out to be more expensive than expected. Indeed, precise network deployment scenarios, deep technical understanding, and robust modeling (e.g. via an image network methodology enabling apple-to-apple comparisons, or advanced benchmarking of deals and frame agreements) are critical to avoid pitfalls, align on best prices, and maintain bargaining 5

6 power. A clear sourcing strategy is essential. A buy-as-you-grow model supported by a robust technical roadmap could end up being more efficient than a poorly planned multi-year volume commitment strategy. In short, procurement strategies must always be considered in a TCO perspective. FIELD OPERATIONS Despite a significant part of labor-related costs, recent achievements have demonstrated that significant savings can still be obtained by consolidating the supplier panel and optimizing unitary prices through supplier cost structure analysis. Best practices also allow for further cost reduction and increased quality by reviewing key processes with suppliers (e.g. new FTTH and multi-technology deployment process, increased focus of dispatch by sending expensive splicers only when needed). They also seek continuous functional specifications simplification by aligning processes across technologies and products, and better adapting SLAs to value. Exhibit 1: FIELD OPERATIONS SUPPLIER PANEL REVAMPING CAN PROVIDE SIGNIFICANT OPPORTUNITIES CIVIL WORKS PROVIDERS PRICE SPREAD VS. INCUMBENT PRICE SPREAD Less competitive offers 0 Incumbent -20 More competitive offers -40 Work 1 Work 2 Work 3 Work 4 Work 5 Work 6 Work 7 Work 8 SOFTWARE APPLICATIONS Traditional sourcing levers such as daily rate negotiations and offshoring development bring limited savings and are complex to implement in scattered application footprints. Supplier panel consolidation per application domains (usually from three to eight) can bring savings up to 30% from implied process simplifications such as decreased pre-integration work, avoided duplications between operator and vendors, reduced workload on tests. Such thorough review allows for make-or-buy optimization and the development of strategic supplier management. 6

7 HANDSETS Supplier market is difficult to address from a strict procurement perspective as some manufacturers struggle with reduced or negative margin, while a few others leverage leading positions to impose their conditions. Taking a broader perspective of costs helps activate levers such as on-going net price alignment on best market conditions and advanced forecast and ordering management to improve supplier demand visibility. Exhibit 2: HANDSETS IMPROVE NEGOTIATION PREPARATION THROUGH ABSOLUTE BENCHMARKING ABSOLUTE DYNAMIC MARKET-PRICE BENCHMARK SUPPLIER MODEL BUYING PRICE IN EUROS GERMANY UK FRANCE ITALY SPAIN HTC Golf 140 OneS 300 Handset X1 380 Nokia Lumia 610 NFC 160 Lumia Handset Y1 254 Handset Y2 92 RIM Armstrong 130 Handset Z1 230 Handset Z2 320 Sony Nypon 245 Handset W1 313 Handset W2 150 Device not sold Purchasing price lower than best price Purchasing price higher than best price Purchasing price higher than price average B. SPEND SMARTER: APPLY PRODUCTS AND SERVICES REENGINEERING A large part of telecom operator s purchases is made of projects with lifetimes spanning several years (e.g. network, set-top boxes). Choices in terms of functional requirements and technical specifications therefore need to be optimized from the outset and, when possible, regularly challenged. Procurement departments play a key role in value engineering for telecom operators, just as they have done for years in more advanced industries like automotive. 7

8 NETWORK On the structural part of the network, specifications can only be influenced at the initial design stage. Strong upfront collaboration with suppliers in the design phase, sound demand planning, and understanding of the on the field usage allow to right-size network requirements. Leaders in this domain manage to build a clear vision on the expected service level and strike the right balance between business objectives, engineering constraints, and sourcing requirements. Other network components (e.g. batteries, HVAC ) are also optimized via Value Analysis and Value Engineering in a TCO perspective. For example, some operators have deployed one unique battery per site instead of one per service, or adapting the power level to the exact needs of the site. Operators managing multi-geo networks can also leverage feedback from early deployed countries to optimize deployment specifications in the others. Exhibit 3: VALUE ANALYSIS AND VALUE ENGINEERING ON MOBILE SITES BACK-UP POWER SYSTEM BACK-UP TIME AND BATTERY MODULE EVOLUTION FUNCTIONAL NEEDS Single back-up time for each site Initial situation 8h Reducing back-up time reduces number of modules -2h 6h Target situation (de-averaged) -4h -4h 4h 4h Reduction in back-up time need New back-up time per site All sites without distinction for traffic or accessibility Critical sites in non-accessible areas Non-critical sites in non-accessible areas All sites in easily accessible areas TECHNICAL SCENARIO 4 battery modules 3 battery modules 2 battery modules 2 battery modules SET-TOP BOXES In a segment where components prices are decreasing and the supplier market offers a reasonable number of alternatives, finding the right supplier and negotiating the right terms usually yields good initial results. There is, however, more to achieve by actively working on the product range, developing entry market simplified boxes and without hard drive, for example, and aligning box releases with market cycles to benefit from electronic component s price decreases. 8

9 C. OPTIMIZE VALUE: INCREASE PROFITABILITY IN BUY-FOR-RESALE Some purchased products and services are meant to be resold. Buy-for-resale mechanisms leave little room for price negotiation, making it critical for operators to optimize value (costs vs. revenues) to improve their margins. CUSTOMER PREMISES EQUIPMENT (CPE) Subscriber Acquisition Costs (SAC) and Subscriber Retention Costs (SRC) can massively deteriorate margins if not managed tightly. Optimization requires 1) a scientific understanding of customer behaviors (e.g. segments, price and choice elasticity) to identify best return on investment opportunities, 2) the ability to handle big data, and 3) the implementation of decision support tools to make right choices on a day-to-day basis. ICT SERVICES Equipment, which accounts for 40 to 60% of total costs, is often selected by clients and purchased on their terms. As a consequence, purchasing price or specifications are rarely influenced. In-depth deal and client margin analysis allow the optimization of sourcing channels (e.g. reducing broker usage by improved order planning) and service costs (e.g. leveraging own spare parts to avoid back-to-back reinsurance) or the improvement of service delivery efficiency (e.g. team specialization and training). TV CONTENT The challenge for telecom operators who have developed a TV offer now lies in increasing or maintaining profitability once market share is established. The first step consists of moving from a pay-per-viewer cost model, generally used at the development stage to avoid the burden of fixed costs, to a fixed fee model. The second step aims to optimize ROI using analytical techniques to calculate individual margin per channel. Then the last step is about understanding the true value of content, assessing its impact on acquisition or churn, based on quantitative, in-depth customer studies. This supports the decision to prune or replace unprofitable channels and develop undisputable negotiation arguments to increase profitability. 9

10 Exhibit 4: TV CONTENT TV OFFER MARGIN OPTIMIZATION TV CHANNEL PROFITABILITY ANALYSIS REVENUE PER SUBSCRIBER $/MONTH Profit zone Net margin = 0 (including all technical and commercial costs) Direct margin = Bouquet COST PER SUBSCRIBER PAID TO PROVIDER $/MONTH Non-profit zone 1.6 Basic 3. HOW TO MAKE IT HAPPEN: ACCURATE MEASUREMENT OF FINANCIAL IMPACT IS CRITICAL Most CFOs recognize that they struggle to reconcile savings from external spend and what they see in the books. This is even more difficult for telecom operators where a large part of the overall stakes is not year-on-year spend (CAPEX, project-driven expenses). However, in the context of increasing pressure on margins, it is now critical to demonstrate the actual and accurate impact of procurement initiatives. Usually, savings are not properly integrated in budgets, resulting in frequent consumption of the cash and, ultimately, a massive decrease of the actual net financial impact. 10

11 A cross-functional approach based on pragmatic principles guarantees the impact of procurement initiatives: 1. Have procurement and business stakeholders define and agree on comprehensive yet simple saving calculation rules 2. Build a budget spend baseline by consolidating business needs in an environment characterized by non-recurring purchases and obsolescence-driven price decrease. For more than any other industry this requires: To implement a robust demand plan process that will capture at a detailed level business requirements in terms of volume and mix, at current unit price To give a sourcing guidance which includes main market price trends (mostly technology obsolescence) in order to adjust expected unit prices 3. Feed and manage a pipeline of actions which target savings are then integrated into budgets 4. Track completion of actions and savings realization to measure procurement performance 5. Measure P&L and cash evolution and compare it against savings declared by procurement Beyond short-term benefits, validating savings by finance increases the commitment of all stakeholders to continuously pursue external spend performance improvement. CONCLUSION In a context where the scissor-effect undergone by telecom operators shows no signs of going away, leveraging sourcing is a must-do. The good news is that more sophisticated approaches can generate a significant upside and relieve financial pain. The challenge is that in order to produce expected results, these levers need to be embedded in proven methodologies and tools and supported by a holistic operating model. 11

12 ABOUT OLIVER WYMAN Oliver Wyman is a global leader in management consulting. With offices in 50+ cities across 25 countries, Oliver Wyman combines deep industry knowledge with specialized expertise in strategy, operations, risk management, and organization transformation. The firm s 3,000 professionals help clients optimize their business, improve their operations and risk profile, and accelerate their organizational performance to seize the most attractive opportunities. Oliver Wyman is a wholly owned subsidiary of Marsh & McLennan Companies [NYSE: MMC]. For more information, visit OLIVER WYMAN S SOURCING CAPABILITIES Oliver Wyman s global Sourcing practice is one of our key capabilities in Operational Efficiency. In addition to our dedicated team, we have created a Sourcing Center of Expertise. Leveraging a wide internal and external network of experts, this Center of Expertise supports our teams on all key Sourcing topics, from category expertise to organizational focus. Our approaches are built to deliver sustainability and avoid the black-box effect: Knowledge transfer: it is embedded in our way of working. Through formalized methodologies, supporting tools and processes and continuous coaching and training, we make sure each organization takes full ownership of our recommendations and is equipped to sustain them over time. Proprietary tools: Our approach is not a theoretical construct but rather a toolbox we have built a number of proprietary tools from diagnostic (GSM Oliver Wyman tool ) to consolidation (APD and Levers periodic table ) and performance measurement (SATT ). This enables us to be immediately operational. FOR MORE INFORMATION, PLEASE CONTACT EMMANUEL AMIOT Partner LAURENT GUERRY Partner CORENTIN GAILLARD Principal Copyright 2013 Oliver Wyman. All rights reserved. This report may not be reproduced or redistributed, in whole or in part, without the written permission of Oliver Wyman and Oliver Wyman accepts no liability whatsoever for the actions of third parties in this respect. The information and opinions in this report were prepared by Oliver Wyman. This report is not investment advice and should not be relied on for such advice or as a substitute for consultation with professional accountants, tax, legal or financial advisors. Oliver Wyman has made every effort to use reliable, up-to-date and comprehensive information and analysis, but all information is provided without warranty of any kind, express or implied. Oliver Wyman disclaims any responsibility to update the information or conclusions in this report. Oliver Wyman accepts no liability for any loss arising from any action taken or refrained from as a result of information contained in this report or any reports or sources of information referred to herein, or for any consequential, special or similar damages even if advised of the possibility of such damages. The report is not an offer to buy or sell securities or a solicitation of an offer to buy or sell securities. This report may not be sold without the written consent of Oliver Wyman.

The Procurement Value. and the key challenges to efficient execution

The Procurement Value. and the key challenges to efficient execution The Procurement Value IN LIFE SCIENCE and the key challenges to efficient execution Table of Contents Executive summary 3 1 Procurement: Untapped value for Pharmaceutical companies 4 2 Three main challenges

More information

GLOBAL BUSINESS SERVICES

GLOBAL BUSINESS SERVICES Organizational Effectiveness GLOBAL BUSINESS SERVICES THE NEXT LEVEL OF TRANSFORMATION FOR YOUR SUPPORT FUNCTIONS? 2 The role of the Corporate Center and support functions continues to evolve in an economic

More information

TURNING LOGISTICS NETWORKS INTO STRATEGIC ASSETS

TURNING LOGISTICS NETWORKS INTO STRATEGIC ASSETS Logistics TURNING LOGISTICS NETWORKS INTO STRATEGIC ASSETS AN INTEGRATED APPROACH BETWEEN STRATEGY & OPERATIONS TO EFFICIENTLY REDESIGN LOGISTICS NETWORKS TURNING LOGISTICS NETWORKS INTO STRATEGIC ASSETS

More information

Bad Debt Value Management. From bad debt to value creation

Bad Debt Value Management. From bad debt to value creation Bad Debt Value Management From bad debt to value creation Bad debt management is a key driver of financial performance for telecom and cable operators but it also presents a major challenge, with the risk

More information

Global Risk & Trading Practice STARING INTO THE EYE OF THE STORM AIRLINES NEED A NEW GAME PLAN FOR HEDGING FUELS - NOW. Cantekin Dincerler Mark Robson

Global Risk & Trading Practice STARING INTO THE EYE OF THE STORM AIRLINES NEED A NEW GAME PLAN FOR HEDGING FUELS - NOW. Cantekin Dincerler Mark Robson Global Risk & Trading Practice STARING INTO THE EYE OF THE STORM AIRLINES NEED A NEW GAME PLAN FOR HEDGING FUELS - NOW Cantekin Dincerler Mark Robson VOLATILE COMMODITY PRICES It may seem like a distant

More information

CLIENT BRIEFING OCTOBER 2013

CLIENT BRIEFING OCTOBER 2013 CLIENT BRIEFING OCTOBER 2013 TURNING AN ACO INTO AN INSURANCE PRODUCT The best way to capitalize on a relationship with a value-based healthcare provider is to productize it. Why have so few health plans

More information

A YEAR OF THE PIONEERS

A YEAR OF THE PIONEERS CLIENT BRIEFING AUGUST 2013 A YEAR OF THE PIONEERS CMS s report on the early results of the Pioneer ACO program contains important information. But to understand it correctly you have to remember what

More information

THE SUSTAINABLE WAY TO GROW

THE SUSTAINABLE WAY TO GROW Financial Services POINT OF VIEW THE SUSTAINABLE WAY TO GROW WHAT WEALTH MANAGERS CAN LEARN FROM OTHER PROFESSIONAL SERVICES AUTHOR Philippe Bongrand, Partner Wealth Management is a professional services

More information

HYBRID ANNUITIES A GROWTH STORY

HYBRID ANNUITIES A GROWTH STORY Consulting Actuaries HYBRID ANNUITIES A GROWTH STORY AUTHORS Guillaume Briere-Giroux FSA, MAAA, CFA Dean Kerr FSA, MAAA, ACIA Aaron Chiong More and more insurers are designing and offering hybrid annuities

More information

THE PROCUREMENT PLAYBOOK. STRATEGIES AND PLAYS FROM 100 CPOs

THE PROCUREMENT PLAYBOOK. STRATEGIES AND PLAYS FROM 100 CPOs THE PROCUREMENT PLAYBOOK STRATEGIES AND PLAYS FROM 100 CPOs Foreword Conceived during the Industrial Revolution, the Procurement organization has since evolved from its humble roots as a purely tactical

More information

Factoring Risk into Transportation and Logistics Sourcing

Factoring Risk into Transportation and Logistics Sourcing Surface Transportation Factoring Risk into Transportation and Logistics Sourcing In the face of continued economic uncertainty and heightened cost and margin pressures across all industries, many shippers

More information

Energy OIL S WILD RIDE DRIVING VALUE FROM THE SUPPLY CHAIN AUTHORS. Keric Morris, Partner Curt Underwood, Partner Bob Peterson, Partner

Energy OIL S WILD RIDE DRIVING VALUE FROM THE SUPPLY CHAIN AUTHORS. Keric Morris, Partner Curt Underwood, Partner Bob Peterson, Partner Energy OIL S WILD RIDE DRIVING VALUE FROM THE SUPPLY CHAIN AUTHORS Keric Morris, Partner Curt Underwood, Partner Bob Peterson, Partner TAMING THE SUPPLY CHAIN The recent decline in oil prices has begun

More information

INCREASING THE PROFITABILITY OF LOGISTICS

INCREASING THE PROFITABILITY OF LOGISTICS INCREASING THE PROFITABILITY OF LOGISTICS Despite increasing revenues, only a small number of logistics services providers are seeing increased profitability. Companies that want to grow their logistics

More information

GOODS NOT FOR RESALE HOW MUCH VALUE ARE YOU LEAVING ON THE TABLE?

GOODS NOT FOR RESALE HOW MUCH VALUE ARE YOU LEAVING ON THE TABLE? GOODS NOT FOR RESALE HOW MUCH VALUE ARE YOU LEAVING ON THE TABLE? GOODS NOT FOR RESALE HOW MUCH VALUE ARE YOU LEAVING ON THE TABLE? In tough times, retailers are always looking to increase operational

More information

Corporate Portfolio Management

Corporate Portfolio Management Corporate Risk Corporate Portfolio Management Capital allocation from a risk-return perspective Premise Aligning the right information with the right people to make effective corporate decisions is one

More information

Operations Excellence in Professional Services Firms

Operations Excellence in Professional Services Firms Operations Excellence in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction... 3 Market Challenges

More information

MANAGED SERVICES IMPACT ON THE TELECOM INDUSTRY

MANAGED SERVICES IMPACT ON THE TELECOM INDUSTRY 284 23-3115 Uen MANAGED SERVICES IMPACT ON THE TELECOM INDUSTRY March 2007 White Paper By adopting the Managed Services concept, operators can reduce their costs and increase their competitiveness. Contents

More information

Competitor or Partner?

Competitor or Partner? Manfred Schmitz, Patrick Hung Fai Ma Competitor or Partner? Equipment vendors are getting more and more involved into the telecom operators business via Managed Services Vendors are expanding their service

More information

New-form lending will also help improve banks traditional loan underwriting processes by lowering unit costs and improving risk differentiation.

New-form lending will also help improve banks traditional loan underwriting processes by lowering unit costs and improving risk differentiation. Financial Services Financing Small Businesses How New-Form Lending Will Reshape Banks Small Business Strategies Authors Peter Carroll, Partner Ben Hoffman, Partner A new approach to small business lending

More information

CUSTOMER DISCOVERY AND RELATIONSHIP SELLING OVERPROMISING AND UNDER-DELIVERING

CUSTOMER DISCOVERY AND RELATIONSHIP SELLING OVERPROMISING AND UNDER-DELIVERING Financial Services HIGHLIGHTS FROM THE 2013 OLIVER WYMAN MYSTERY SHOPPER CUSTOMER DISCOVERY AND RELATIONSHIP SELLING OVERPROMISING AND UNDER-DELIVERING SUMMARY Almost all large banks have publicly stated

More information

Vehicle Sales Management

Vehicle Sales Management Solution in Detail Automotive Executive Summary Contact Us Vehicle Sales Optimizing Your Wholesale Business Efficient Sales Collaborative Operation Faced with declining margins, automotive sales organizations

More information

THE CIO AS CHIEF INNOVATION OFFICER

THE CIO AS CHIEF INNOVATION OFFICER THE CIO AS CHIEF INNOVATION OFFICER THE CIO AS CHIEF INNOVATION OFFICER Chief Information Officers in retail need to deliver reliable platforms for day-to-day trading, at the same time as developing new

More information

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com WHITE PAPER Network Consulting Services Lead Enterprise Transformation Sponsored by: HP Leslie Rosenberg February 2011 Curtis Price Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200

More information

Business Case for Virtual Managed Services

Business Case for Virtual Managed Services Business Case for Virtual Managed Services Executive Summary Managed services allow businesses to offload day-to-day network management tasks to service providers and thus free up internal talent to focus

More information

GLOBALIZATION IN MANUFACTURING INDUSTRIES

GLOBALIZATION IN MANUFACTURING INDUSTRIES GLOBALIZATION IN MANUFACTURING INDUSTRIES ISSUE 1 NEW PARADIGMS FOR GLO-CALIZING SOURCING AND SUPPLY While demand for manufactured goods continues to increase globally, manufacturing companies value-add

More information

IS IT TIME FOR A NEW UTILITY BUSINESS MODEL?

IS IT TIME FOR A NEW UTILITY BUSINESS MODEL? Energy POINT OF VIEW IS IT TIME FOR A NEW UTILITY BUSINESS MODEL? BECOME A MORE AGILE AND EFFECTIVE UTILITY IN AN INCREASINGLY UNCERTAIN ENVIRONMENT AUTHOR Michael Britt, Partner Utilities are grappling

More information

EMEA CRM Analytics Suite Magic Quadrant Criteria 3Q02

EMEA CRM Analytics Suite Magic Quadrant Criteria 3Q02 Decision Framework, J. Radcliffe Research Note 26 September 2002 EMEA CRM Analytics Suite Magic Quadrant Criteria 3Q02 Europe, the Middle East and Africa Customer Relationship Management Analytics Suite

More information

GLOBALIZATION IN MANUFACTURING INDUSTRIES

GLOBALIZATION IN MANUFACTURING INDUSTRIES GLOBALIZATION IN MANUFACTURING INDUSTRIES ISSUE 3 ENHANCING THE GLOBAL SALES SYSTEM At first glance, machinery and industrial equipment manufacturers appear to have already grown past the issue of globalization

More information

MRO Optimization for high performance. Accenture Product Lifecycle Optimization

MRO Optimization for high performance. Accenture Product Lifecycle Optimization MRO Optimization for high performance Accenture Product Lifecycle Optimization About Accenture Product Lifecycle Optimization (APLO) By creating APLO, Accenture has assembled in a dedicated Service Line

More information

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com WHITE PAPER Integrated Application Life-Cycle Management: Accelerating Innovation, Reducing Costs, and Improving Quality Sponsored by: SAP Melinda-Carol Ballou April 2010 Global Headquarters: 5 Speen Street

More information

BEYOND AMA PUTTING OPERATIONAL RISK MODELS TO GOOD USE POINT OF VIEW

BEYOND AMA PUTTING OPERATIONAL RISK MODELS TO GOOD USE POINT OF VIEW POINT OF VIEW BEYOND AMA PUTTING OPERATIONAL RISK MODELS TO GOOD USE AUTHORS Ramy Farha, Principal Tom Ivell, Partner Thomas Jaeggi, Principal Evan Sekeris, Partner A long history of incidents, ranging

More information

THE BUSINESS CASE FOR INTEGRATED WELLNESS

THE BUSINESS CASE FOR INTEGRATED WELLNESS Health & Life Sciences MARCH 2015 THE BUSINESS CASE FOR INTEGRATED WELLNESS AUTHORS John Coyle Partner Daniel Lyons Principal Elizabeth Southerlan Engagement Manager Wellness programs have become a standard

More information

Subscription Business 2.0

Subscription Business 2.0 WHITE PAPER Subscription Business 2.0 Is your business ready for it? GET IN TOUCH (844) 4OB-SOFT sales@onebillsoftware.com 2015 OneBill www.onebillsoftware.com 1 What is a Subscription 2.0 Billing Platform?

More information

Global Chemicals Firm Standardizes Pricing Processes to Boost Margins by Millions

Global Chemicals Firm Standardizes Pricing Processes to Boost Margins by Millions Customer Success Study Chemical Manufacturing Global Chemicals Firm Standardizes Pricing Processes to Boost Margins by Millions A lack of pricing policy and insight into deal impact on margin left millions

More information

Microsoft Dynamics CRM Solutions for Retail Banking

Microsoft Dynamics CRM Solutions for Retail Banking Performance Microsoft Dynamics CRM Solutions for Retail Banking White Paper Setting new standards that enable retail banks to attract, retain, and service customers with superior speed, efficiency, and

More information

The Coming Carrier Network Infrastructure A Very Different Landscape

The Coming Carrier Network Infrastructure A Very Different Landscape S T R A T E G I C W H I T E P A P E R The Coming Carrier Network Infrastructure A Very Different Landscape New Partnerships, New Business Models for Tomorrow s Telcos Both fixed and mobile telecom operators

More information

RESEARCH APRIL 2014. Health & Life Sciences. AUTHORS Graegar Smith Principal. Chris Bernene Partner

RESEARCH APRIL 2014. Health & Life Sciences. AUTHORS Graegar Smith Principal. Chris Bernene Partner Health & Life Sciences RESEARCH APRIL 2014 ARE CONSUMERS READY FOR RETAIL HEALTHCARE? A new Oliver Wyman survey finds strong interest, little familiarity, and complex preferences. The verdict for retailers,

More information

The securities-backed refinance

The securities-backed refinance Financial Services The securities-backed how banks and wealth managers can help underwater homeowners Authors Inderpreet Batra Tim Taylor Over 7 MM American homeowners have existing mortgages with current

More information

COMPARISON OF OPTIONS ERP TO Best of Breed by David Hope- Ross, Senior Director, Oracle

COMPARISON OF OPTIONS ERP TO Best of Breed by David Hope- Ross, Senior Director, Oracle COMPARISON OF OPTIONS ERP TO Best of Breed by David Hope- Ross, Senior Director, Oracle For organizations making the decision between best- of- breed (BoB), defined as using a specific software application

More information

Calculating ROI for Business Intelligence Solutions in Small and Mid-Sized Businesses

Calculating ROI for Business Intelligence Solutions in Small and Mid-Sized Businesses Calculating ROI for Business Intelligence Solutions in Small and Mid-Sized Businesses Introduction Successful business intelligence implementations can unlock key information within a company s data vaults

More information

SUPPLY CHAIN MANAGEMENT: A BOARDROOM IMPERATIVE AN FTI CONSULTING BRIEFING PAPER

SUPPLY CHAIN MANAGEMENT: A BOARDROOM IMPERATIVE AN FTI CONSULTING BRIEFING PAPER SUPPLY CHAIN MANAGEMENT: A BOARDROOM IMPERATIVE AN FTI CONSULTING BRIEFING PAPER IN THE HEADLINES AMAZON In December 204, hundreds of Amazon workers in Germany went on strike, just as pre-christmas sales

More information

IT convergence driving demand for managed services in telecom. Huawei growing leadership presence in IT and Network managed services.

IT convergence driving demand for managed services in telecom. Huawei growing leadership presence in IT and Network managed services. IT convergence driving demand for managed services in telecom Huawei growing leadership presence in IT and Network managed services December 2014 Technology Business Research TBR T EC H N O LO G Y B U

More information

The business value of improved backup and recovery

The business value of improved backup and recovery IBM Software Thought Leadership White Paper January 2013 The business value of improved backup and recovery The IBM Butterfly Analysis Engine uses empirical data to support better business results 2 The

More information

Differentiate your business with a cloud contact center

Differentiate your business with a cloud contact center Differentiate your business with a cloud contact center A guide to selecting a partner that will enhance the customer experience An Ovum White Paper Sponsored by Cisco Systems, Inc. Publication Date: September

More information

Financial Services POINT OF VIEW CUSTOMER LOYALTY HOW TO RETAIN CLIENTS AND INFLUENCE PROFITS. AUTHOR Dieter Staib, Partner

Financial Services POINT OF VIEW CUSTOMER LOYALTY HOW TO RETAIN CLIENTS AND INFLUENCE PROFITS. AUTHOR Dieter Staib, Partner Financial Services POINT OF VIEW CUSTOMER LOYALTY HOW TO RETAIN CLIENTS AND INFLUENCE PROFITS AUTHOR Dieter Staib, Partner 1. Introduction In recent years customer retention has been a low priority for

More information

TCS Supply Chain Center of Excellence

TCS Supply Chain Center of Excellence TCS Supply Chain Center of Excellence Delivering Supply Chain Performance in Complex Dynamic Markets Supply Chain Management Supply Chain Management (SCM) has evolved and the focus has now shifted from

More information

MAINTAINING ALTITUDE

MAINTAINING ALTITUDE Aviation, Aerospace & Defense MAINTAINING ALTITUDE OPEN SOURCE APPROACH TO AFTERMARKET COULD KEEP ENGINE MANUFACTURERS AT THE CONTROLS AUTHORS Geoff Murray, Partner Tim Cleary, Principal ABOUT THE SUMMIT

More information

Patient Relationship Management

Patient Relationship Management Solution in Detail Healthcare Executive Summary Contact Us Patient Relationship Management 2013 2014 SAP AG or an SAP affiliate company. Attract and Delight the Empowered Patient Engaged Consumers Information

More information

STRESS RELIEF ARE VENDED SYSTEMS THE ANSWER?

STRESS RELIEF ARE VENDED SYSTEMS THE ANSWER? STRESS RELIEF ARE VENDED SYSTEMS THE ANSWER? 1 INTRODUCTION Stress testing is here to stay. Since the start of the downturn, it has moved from being a secondary element of Pillar 2 frameworks to a central

More information

Customer Experience Strategy and Implementation

Customer Experience Strategy and Implementation Customer Experience Strategy and Implementation Enterprise Customer Experience Transformation 2014 Andrew Reise, LLC. All Rights Reserved. Enterprise Customer Experience Transformation Executive Summary

More information

Three Asset Lifecycle Management Fundamentals for Optimizing Cloud and Hybrid Environments

Three Asset Lifecycle Management Fundamentals for Optimizing Cloud and Hybrid Environments Three Asset Lifecycle Management Fundamentals for Optimizing Cloud and Hybrid Environments An ENTERPRISE MANAGEMENT ASSOCIATES (EMA ) White Paper Prepared for BMC April 2011 IT & DATA MANAGEMENT RESEARCH,

More information

Customer effectiveness

Customer effectiveness www.pwc.com/sap Customer effectiveness PwC SAP Consulting Services Advance your ability to win, keep and deepen relationships with your customers. Are your customers satisfied? How do you know? Five leading

More information

Management Update: The Eight Building Blocks of CRM

Management Update: The Eight Building Blocks of CRM IGG-06252003-01 S. Nelson Article 25 June 2003 Management Update: The Eight Building Blocks of CRM Customer relationship management (CRM) represents the key business strategy that will determine successful

More information

Jeff Edwards Head of Global Hotels Group June 2013

Jeff Edwards Head of Global Hotels Group June 2013 Jeff Edwards Head of Global s Group June 2013 Agenda Why? Industry context and business opportunity Distribution strategy and business proposition IT Competitive environment Our strategy Our product offering

More information

Motive Home Solutions

Motive Home Solutions Motive Home Solutions Motive Home Solutions automate and simplify the key interactions that impact the connected home experience. The connected home is no longer a futuristic concept. Research indicates

More information

ENTERPRISE MANAGEMENT AND SUPPORT IN THE INDUSTRIAL MACHINERY AND COMPONENTS INDUSTRY

ENTERPRISE MANAGEMENT AND SUPPORT IN THE INDUSTRIAL MACHINERY AND COMPONENTS INDUSTRY ENTERPRISE MANAGEMENT AND SUPPORT IN THE INDUSTRIAL MACHINERY AND COMPONENTS INDUSTRY The Industrial Machinery and Components Industry Manufacturers in the industrial machinery and components (IM&C) industry

More information

Why customer experience matters more than ever for enterprise IT

Why customer experience matters more than ever for enterprise IT Why customer experience matters more than ever for enterprise IT Greater pricing transparency and the rise of cloud services are among the changes giving end users more voice in technology buying decisions.

More information

DATA-DRIVEN EFFICIENCY

DATA-DRIVEN EFFICIENCY DATA-DRIVEN EFFICIENCY Combining actionable information with market insights to work intelligently and reduce costs ACTIONABLE INTELLIGENCE Ericsson is driving the development of actionable intelligence

More information

Sage ERP I White Paper. ERP and the Cloud: What You Need to Know

Sage ERP I White Paper. ERP and the Cloud: What You Need to Know I White Paper ERP and the Cloud: What You Need to Know Table of Contents Executive Summary... 3 Increased Interest in Cloud-Based ERP and SaaS Implementations... 3 What is Cloud/SaaS ERP?... 3 Why Interest

More information

Transforming operations and technology

Transforming operations and technology CAPITAL MARKETS Transforming operations and technology Positioning firms in the capital markets sector for long-term growth and success kpmg.com/capitalmarkets KPMG INTERNATIONAL 2 Transforming operations

More information

The Re- Emergence of Managed Services: Capitalizing on the Cloud

The Re- Emergence of Managed Services: Capitalizing on the Cloud The Re- Emergence of Managed Services: Capitalizing on the Cloud Perspective by Waterstone Management Group Dhaval Moogimane, Partner Neil Jain, Partner Andrew Clark, Manager January 2014 Page 1 The Re-

More information

Best Practices for Energy Provision in Telecoms: Francophone Africa

Best Practices for Energy Provision in Telecoms: Francophone Africa Best Practices for Energy Provision in Telecoms: Francophone Africa April 2014 Contents Introduction... 4 Energy Provision: The context of Francophone Africa... 5 Current Context of Energy Provision...

More information

Change is Good. By K. Yates. Figure 1: Why converged communications matters. IT/Telecom used to generate Enterprise top line growth

Change is Good. By K. Yates. Figure 1: Why converged communications matters. IT/Telecom used to generate Enterprise top line growth Change is Good By K. Yates The past 10 to 15 years have seen a shift in how executives view IT/telecom infrastructure. In the 1990s, executives managed IT/telecom to reduce its cost; in the early to mid-2000s,

More information

An Enterprise Resource Planning Solution (ERP) for Mining Companies Driving Operational Excellence and Sustainable Growth

An Enterprise Resource Planning Solution (ERP) for Mining Companies Driving Operational Excellence and Sustainable Growth SAP for Mining Solutions An Enterprise Resource Planning Solution (ERP) for Mining Companies Driving Operational Excellence and Sustainable Growth 2013 SAP AG or an SAP affi iate company. All rights reserved.

More information

HITACHI DATA SYSTEMS INTRODUCES NEW SOLUTIONS AND SERVICES TO MAKE SOCIETIES SAFER, SMARTER AND HEALTHIER

HITACHI DATA SYSTEMS INTRODUCES NEW SOLUTIONS AND SERVICES TO MAKE SOCIETIES SAFER, SMARTER AND HEALTHIER FOR IMMEDIATE RELEASE HITACHI DATA SYSTEMS INTRODUCES NEW SOLUTIONS AND SERVICES TO MAKE SOCIETIES SAFER, SMARTER AND HEALTHIER Acquisitions and Innovations in Big Data Analytics and Internet of Things

More information

Realizing Hidden Value: Optimizing Utility Field Service Performance by Measuring the Right Things

Realizing Hidden Value: Optimizing Utility Field Service Performance by Measuring the Right Things Energy and Utility Insights Realizing Hidden Value: Optimizing Utility Field Service Performance by Measuring the Right Things Utilities Realizing Hidden Value About the Author Rob Milstead serves as the

More information

GROUP SYNERGIES UNTAPPED POTENTIAL FOR TELECOMS TO REALIZE NEXT-LEVEL EFFICIENCY

GROUP SYNERGIES UNTAPPED POTENTIAL FOR TELECOMS TO REALIZE NEXT-LEVEL EFFICIENCY GROUP SYNERGIES UNTAPPED POTENTIAL FOR TELECOMS TO REALIZE NEXT-LEVEL EFFICIENCY GROUP SYNERGIES Group synergies offer significant untapped potential for telecoms to realize the required next-level efficiency.

More information

CRUSHING DEMAND PRESENTS OPPORTUNITY TO REWIRE MEMBER EXPERIENCE

CRUSHING DEMAND PRESENTS OPPORTUNITY TO REWIRE MEMBER EXPERIENCE Strategic IT and Operations POINT OF VIEW CRUSHING DEMAND PRESENTS OPPORTUNITY TO REWIRE MEMBER EXPERIENCE HOW ARE PAYERS GOING TO MANAGE THE 10x WAVE OF CUSTOMER RESPONSE COMING THEIR WAY? AUTHORS Narayan

More information

Nokia Siemens Networks Consulting Worldwide efficiency rank. How efficient is your organization?

Nokia Siemens Networks Consulting Worldwide efficiency rank. How efficient is your organization? Nokia Siemens Networks Consulting Worldwide efficiency rank How efficient is your organization? Significant opportunities for efficiency improvement can be found in all markets Most Communications Service

More information

IT Financial Management and Cost Recovery

IT Financial Management and Cost Recovery WHITE PAPER November 2010 IT Financial Management and Cost Recovery Patricia Genetin Sr. Principal Consultant/CA Technical Sales David Messineo Sr. Services Architect/CA Services Table of Contents Executive

More information

Partner Sales Enablement Guide

Partner Sales Enablement Guide Partner Sales Enablement Guide Grow your business with financing from Cisco Capital Providing your customers with a financing option at the beginning of every purchase conversation can help you to meet

More information

INDUSTRY OUTLOOK APRIL 2013. Enterprise Performance Management

INDUSTRY OUTLOOK APRIL 2013. Enterprise Performance Management INDUSTRY OUTLOOK APRIL 2013 Enterprise Performance Management Chief financial officers must address a growing list of modern business imperatives, and EPM can help. Business today is moving at light speed.

More information

IT@Intel. Aligning IT with Business Goals through Strategic Planning

IT@Intel. Aligning IT with Business Goals through Strategic Planning White Paper Intel Information Technology Computer Manufacturing Strategic Planning Aligning IT with Business Goals through Strategic Planning Intel IT has developed and implemented a new approach to strategic

More information

Drive to the top. The journey, lessons, and standards of global business services. kpmg.com

Drive to the top. The journey, lessons, and standards of global business services. kpmg.com Drive to the top The journey, lessons, and standards of global business services kpmg.com The new normal for global enterprises is about doing more with less while at the same time driving the top line

More information

Public Sector Enterprises and Cloud Computing: Realizing Efficiencies

Public Sector Enterprises and Cloud Computing: Realizing Efficiencies Public Sector Enterprises and Cloud Computing: Realizing Efficiencies Summary Catalyst Cloud technology, and its suitability for public services, continues to be a subject that polarizes CIOs. For some,

More information

STRATEGIC WHITE PAPER

STRATEGIC WHITE PAPER REENTRY OF THE NETWORK OPERATOR INTO THE APPLICATIONS VALUE CHAIN A NEW BUSINESS MODEL SUPPORTING AGGREGATION OF NETWORK AND APPLICATION APIS ACROSS MULTIPLE NETWORKS AND VERTICAL INDUSTRIES STRATEGIC

More information

C LOUD E RP: HELPING MANUFACTURERS KEEP UP WITH THE TIMES

C LOUD E RP: HELPING MANUFACTURERS KEEP UP WITH THE TIMES June 2013 C LOUD E RP: HELPING MANUFACTURERS KEEP UP WITH THE TIMES MORE I NNOVATION, L ESS C OST W ITH S AAS E RP Data Source In late 2012 and early 2013 Mint Jutras collected more than 475 qualified

More information

How to win the telecom carriers nonzero-sum game in this global economic crisis

How to win the telecom carriers nonzero-sum game in this global economic crisis How to win the telecom carriers nonzero-sum game in this global economic crisis Zhan Zhang Abstract Attracted by high ROI, several industries (e.g., Internet, Telecom, Cable/Satellite, and Media) are merging

More information

Sprint making business agility real with reliable cloud computing solutions

Sprint making business agility real with reliable cloud computing solutions Sprint making business agility real with reliable cloud computing solutions Partnership with CSC enables enterprise-class cloud services SUMMARY Ovum view Customers of all sizes and in ever-increasing

More information

THE STRATEGIC ROLE OF IT IS RISING

THE STRATEGIC ROLE OF IT IS RISING ABSTRACT As competitive pressures mount and technological advances accelerate, telecom operators increasing rely on IT for operational efficiency as well as strategic differentiation. Yet research by Oliver

More information

Accenture CAS: Solution Implementation Making change happen

Accenture CAS: Solution Implementation Making change happen Accenture CAS: Solution Implementation Making change happen Rooted in a strong culture of client service and success, our smart, committed and experienced professionals collaborate as global teams to create

More information

The heart of your business*

The heart of your business* Advisory services Technology The heart of your business* Advance your ability to win, keep and deepen relationships with your customers Customer Effectiveness *connectedthinking Are your customers satisfied?

More information

See what cloud can do for you.

See what cloud can do for you. See what cloud can do for you. Uncomplicating cloud business Table of contents Introduction 3 Why cloud is relevant for your business? 4 What is changing? 4 Why organizations are moving to cloud 5 What

More information

SAP Managed Cloud as a Service (MCaaS)

SAP Managed Cloud as a Service (MCaaS) SAP Managed Cloud as a Service (MCaaS) The impact of MCaaS on the Total Cost of Ownership (TCO) of running SAP 1 MEASURE 2 ANALYZE 3 OPTIMIZE VMS AG July 2013 Content KEY FINDINGS Executive Summary IN

More information

Strategic Procurement Services

Strategic Procurement Services Strategic Procurement Services Copyright 2013 by Levine, Blaszak, Block & Boothby, LLP and TechCaliber Consulting, LLC. All rights reserved. We have un-paralleled experience running strategic telecom procurements

More information

Four distribution strategies for extending ERP to boost business performance

Four distribution strategies for extending ERP to boost business performance Infor ERP Four distribution strategies for extending ERP to boost business performance How to evaluate your best options to fit today s market pressures Table of contents Executive summary... 3 Distribution

More information

Consulting Firm Disciplines Deal Process

Consulting Firm Disciplines Deal Process Customer Success Study CONSULTING SERVICES Consulting Firm Disciplines Deal Process to Improve PROfitability WORLDWIDE Cost-plus pricing and no insight into market demand meant missed opportunities to

More information

Business Services Market Share 2015

Business Services Market Share 2015 Business Services Market Share 2015 Executive Summary CMR Market Research March 2015 Reproduction without permission 1 The contents of this report represent CMR s analysis of the information available

More information

Recruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy

Recruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy Recruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy Recruitment Process Outsourcing (RPO) has undergone a seismic shift over the past few years. Long viewed as

More information

Introduction: The State of Network Managed Services

Introduction: The State of Network Managed Services Introduction: The State of Network Managed Services The global marketplace dynamic of convergence is driving a wide array of challenges in the arena of network managed services both for communications

More information

Choosing the Right Project and Portfolio Management Solution

Choosing the Right Project and Portfolio Management Solution Choosing the Right Project and Portfolio Management Solution Executive Summary In too many organizations today, innovation isn t happening fast enough. Within these businesses, skills are siloed and resources

More information

Opinion Paper. Capex Management. In Collaboration with Subex

Opinion Paper. Capex Management. In Collaboration with Subex Opinion Paper Capex Management In Collaboration with Subex Table of Contents 1 Introduction... 3 2 Aligning CTO and CFO views... 4 3 Capex optimization recommendations and tools... 5 4 The Authors... 9

More information

Market Assessment Telecom Infrastructure Services

Market Assessment Telecom Infrastructure Services John Marcus Senior Analyst, Contents Market Summary Market Review Near-Term Market Drivers Lomg-Term Market Drivers Europe +33 (0) 1 41 14 83 14. Or visit our Web site: www.currentanalysis.com 1 Analyst:

More information

Vodafone Global Supplier Management

Vodafone Global Supplier Management Vodafone Global Supplier Management Vodafone Global Enterprise One global communications supplier for streamlined processes, reduced costs and fully centralised management. Vodafone Power to you 78% of

More information

TXT e-solutions. Corporate Overview September 2015

TXT e-solutions. Corporate Overview September 2015 TXT e-solutions Corporate Overview September 2015 FY 2014 & H1 2015 Results FY 2014 (Actual) H1 2015 Revenues: 55.9 m (+6.3%) 31.1 m (+13.2%) EBIT 5.5 m (+10%) 2.8 m (+22.8%) Free Cash Flow 9.3% of Rev.

More information

Strategic Sourcing Magic Quadrant Criteria: An Explanation

Strategic Sourcing Magic Quadrant Criteria: An Explanation Markets, D. Hope-Ross, J. Woods Research Note 14 March 2003 Strategic Sourcing Magic Quadrant Criteria: An Explanation A new Gartner Magic Quadrant for strategic sourcing applications is being introduced.

More information

Transforming Business Processes with Agile Integrated Platforms

Transforming Business Processes with Agile Integrated Platforms Transforming Business Processes with Agile Integrated Platforms SPRING 2015 Sponsored by SAP Technology Business Research, Inc. Technology changes, but the needs of business do not. Integration is essential

More information

BUYING AN ERP SYSTEM. How to avoid common pitfalls and maximize your ROI SHARE THIS EBOOK

BUYING AN ERP SYSTEM. How to avoid common pitfalls and maximize your ROI SHARE THIS EBOOK BUYING AN ERP SYSTEM How to avoid common pitfalls and maximize your ROI SHARE THIS EBOOK THE GROWING POPULARITY OF ERP SYSTEMS Market competition has transformed the modern business environment. Companies

More information

telecom business transformation

telecom business transformation telecom business transformation Authors: Thomas Wavelet, Jorge Trejo, Eduardo Griffa and Jorge Vallejo CONTENT WHY TELECOM BUSINESS TRANSFORMATION?... 4 WHY IS TRANSFORMATION IMPERATIVE?... 5 WHAT MUST

More information

www.wipro.com OPPORTUNITY AHEAD SaaS Delivery A Growing Opportunity SaaS claims the future, changing the playing field Hemanth Kumar Aswathanarayana

www.wipro.com OPPORTUNITY AHEAD SaaS Delivery A Growing Opportunity SaaS claims the future, changing the playing field Hemanth Kumar Aswathanarayana www.wipro.com OPPORTUNITY AHEAD SaaS Delivery A Growing Opportunity SaaS claims the future, changing the playing field Hemanth Kumar Aswathanarayana Table of Contents 03----------------------------------------------------Introduction

More information